Developing AI policy for trustees and CEOs

It’s almost impossible to get through a working week without seeing or hearing something about artificial intelligence (AI). Everywhere we turn we hear reports of people experimenting: comedians testing how funny it is; screenwriters seeing how successfully it can write a script; or Apple launching an AI phone to boost ailing sales. 

Although AI has been around for decades, developments in the last year – particularly in generative AI – have brought it right into our daily lives, into our organisations and added it to the ever expanding list of trustee responsibilities. 

As trustees, we may have mixed feelings about AI, but our research suggests that one in every three people among our member organisation is using it. So, we need to provide guidance and leadership around that use. We need to ensure organisations are ready to take on the opportunities and challenges that AI presents.

AI making workload more manageable

There has been a lot of fear about AI replacing humans but, in reality, it’s more likely that AI will change jobs, not eradicate them. Teams will need to adapt and develop new skills to incorporate using AI tools into their everyday lives. 

Teams in many cultural organisations are working to the limits of their capacity, particularly in the face of current challenges. Could AI help with this workload? 

There is some research, however, that shows the use of generative AI could increase productivity by an average of 14%. And another report says: “By 2030, up to 30% of current hours worked could be automated, accelerated by generative AI.” 

If AI can support stretched teams in making their workload more manageable and/or increasing their capacity, surely that’s a benefit worth harnessing. We need to be aware of that potential of AI to support our organisations. 

Opportunities and challenges

From a marketing perspective, AI can provide support in multiple ways. It can help track visitor numbers and predict attendance. It can also help with engaging audiences. For example, London Museum’s new website is using AI to create easier ways into their online collection to engage visitors with relevant content. 

AI is also being used to enable dynamic pricing. Although the recent Oasis ticket sale caused controversy, dynamic pricing – done correctly – can support an organisation’s financial sustainability. 

AI offers a lot of opportunity but with it come areas that need careful consideration such as intellectual property rights and cultural ownership; social impact and job displacement; and environmental sustainability and transparency. 

At the Arts Marketing Association, we are increasingly concerned that arts organisations are often diving into using AI without the necessary policies and guidelines in place. 

Policy development

We’ve undertaken a review of whatever guidance is available from various bodies including government, DCMS and sector funders and found that it’s either absent altogether or not sufficiently specific for our sector’s needs. 

While we know these bodies are working on getting advice out to the sector, they can’t move as quickly as we need them to so we’ve taken matters into our own hands. 

Over the last months, we’ve been working with sector support organisations – together with Daniel Rowles, CEO of Target Internet – to put together an example AI policy. We have made it available here for cultural organisations to use as a starting point in the development of their own policies. Please take a look, let us know what you think and share it far and wide.

This policy isn’t legal advice, of course, but it is a starting point for use by trustees, CEOs and their teams to develop their own bespoke versions. We intend to reiterate it as the technology develops and, as part of that process, we’d love to see examples of policies your organisations are using. 

Cath Hume is Chief Executive Officer of the Arts Marketing Association.
 a-m-a.co.uk/
 @amadigital | @CathHume

The AMA will be running a free session for trustees and CEOs to launch the policy and share good practice on 21 November. If you’d like to attend, please contact me. 

This article, sponsored and contributed by the Arts Marketing Association is part of a series to share the innovation and resources that arts marketers and senior leadership need to develop their skills.